| |
REBUILt SAWMILL
| BEFORE |
 |
|
| Management of a long-established, well-run sawmill that had undergone a rebuild felt that it was not reaching its full potential due to low workforce engagement and a loss of focus on priorities. |
|
| AFTER |
|
|
| Despite the interruption of work due to a three-month strike at the mill following Westwind’s first month working on site, mill supervisors used tools introduced by Westwind that they had adapted for their own needs to develop a much higher degree of employee engagement. Management and employees learned how to more effectively share ideas for improvement, prioritize, implement and measure them. Within three months after Westwind’s engagement following the strike, the mill achieved a rapid escalation in improved performance and was consistently exceeding its production targets. |
|
|
|
 |
|
| Results in Various Industries |
|
|
|
